Why Tough Times Can Take Your Business To The Next Level

According to Brian Timperley, managing director and co-founder of Turrito Networks, innumerable business case studies have demonstrated that tough times – if approached in a positive and forward-thinking manner – can prove to be the trigger that transforms a business and takes it to the next level of growth, sustainability and profitability.

The current economic stagnation is triggering a response that sadly ignores the many possible opportunities that lie within such a volatile business ecosystem.

But, according to Brian Timperley, managing director and co-founder of Turrito Networks, innumerable business case studies have demonstrated that tough times – if approached in a positive and forward-thinking manner – can prove to be the trigger that transforms a business and takes it to the next level of growth, sustainability and profitability.

Change Your Lens

In order to harness the prevailing market fragility instead of hiding from it, business leaders should first and foremost change the lens through which they view the current environment.

For example, instead of viewing these years of slow growth as ‘bad times’, it’s more helpful to perceive them as ‘focus times’ that can test the business and reveal where the strengths and weaknesses lie.

This small but important paradigm shift can help business leaders avoid the knee-jerk reactions that often characterise strategies during times of instability. Often, for instance, there is a tendency to cut marketing budgets and to stop investing in new technology and expertise.

Yet countless studies have shown that in difficult times, marketing should become even more important, and technology can be integral to cutting costs and increasing productivity and outputs.

The key here is to take a positive approach and view hardship as a blessing of sorts, as opposed to a curse that leads to defensive, knee-jerk tactics.

Act Quickly

For businesses that have been dallying over whether to make certain changes and adjustments, tough economic times can act as the catalyst that finally propels them to act.

When things are going well and the cash is flowing, businesses have little incentive to make operational or strategic changes, or to examine where hidden and unexplored opportunities may lie. When the market slows, this is arguably an ideal time to try new things and to test new products, strategies and even people.

The results will show quickly, because in a stressed business ecosystem, there is little room for poor products and services. The winners will win quickly, so to speak, and the failures will fail fast. There is little room for cushioning and inefficiencies.

This makes it the perfect time to experiment and to pursue those ideas that have been parked on the back of happy profitability.

Reverse Your Thinking

In recent years and particularly in the IT and tech sectors, nimble startups have illustrated the immense value of looking at problems in the reverse. Essentially, this means taking a business problem and trying to solve it in the exact opposite way that logic dictates. Take Uber, for example.

The natural approach to solving the problem of moving more people around more efficiently would be to purchase and operate more vehicles on the road. Their solution was, in fact, the reverse of this. They chose to not own any vehicles, and to instead create software that connects autonomous drivers with people in close proximity. In difficult times, businesses across all sectors and of every size can undoubtedly benefit from this way of thinking.

What is the current business approach to the core problem, and what if we were to do the exact opposite? Many case studies have shown us that going against the grain in a hard business environment can lead to enormous success.

On the flip side, continuing on with business as usual, and ignoring market changes, can quickly lead to large-scale failure. This was the enduring lesson that companies such as Kodak and Nokia have taught us – fallen empires that failed to ask the right questions.

Seek Real Value (Not Low Cost)

When faced with a slowing market and falling profits, most SMEs immediately look to cut costs and negotiate ‘better’ prices with their suppliers and service providers. Often, however, this fixation on cost can be damaging to the business in the short and long term.

In difficult times, the focus should be on soliciting greater value from existing suppliers and systems, not simply slashing costs. Nowhere is this more evident than with current technology.

For SMEs, a slowing market provides the impetus to look for new and more agile technology solutions – such as cloud services and pay-as-you-go infrastructure. So instead of having fixed technology costs and the burden of fixed infrastructure, new tech and Software as a Service (SaaS), for example, can empower small and medium sized businesses to become more nimble and to devote resources to expertise and consulting (instead of cumbersome and expensive hardware and systems).

Ultimately, it all comes down to the glass half full or the glass half empty question – but for businesses for which the glass is half full, there are numerous tools and strategies available (many of them tech-based) that can translate tough times into the best times.

Brian Timperley is the managing director and co-founder of Turrito Networks, a business he started in 2010 alongside his business partner, Louis Jardim. In his role at Turrito Networks, Brian is responsible for identifying, developing and directing business strategy as well as cultivating the company's reputation in the market, with both customers and suppliers. Aside from ensuring the financial health of the organisation, his role includes developing the management team and staff and driving innovation that results in increased revenue and profitable growth. In just over six years Turrito Networks has grown into a multi-million rand business, delivering connectivity and cloud services to over 100 corporates, education and financial institutions as well as over 50 municipalities throughout South Africa and into Africa. Brian holds a NDip Information Technology from the Durban University of Technology.

How To Have Your Store Run Smoothly Without You (So You Can Take A Well-deserved Break)

It can be hard for business owners to take time off from their retail stores – whether that’s because they’re too busy, need to be around to make decisions, or simply feel they can’t relax without knowing how the business is tracking. But taking a break can be incredibly important, if not sometimes necessary. And as we head into the busiest retail season of the year, taking a break now before the rush could be the best thing you do – for yourself and even for your business.

Below are some tips that can help ensure the smooth running of your store even when you’re not around, and let you take that break without the stress.

1. Make the most of technology that lets you keep an eye on your store from anywhere

The beauty of living in this modern age is that there’s an abundance of tools that can help you run your store even when you’re away. To do this, cloud-based software is the way to go. Using a cloud-based solution to run your store means that you will no longer have everything housed on your computer server in one place. Instead, you can access files, sales and stock data, financials, business reports, customer and even employee data from anywhere, in real-time, and from any device provided you have an Internet connection.

The other beauty of cloud-technology is that it’s usually relatively inexpensive compared to more traditional systems. If you haven’t done so yet, look into some cloud-based software options, such as point-of-sale and inventory management, accounting and finance, customer management, and employee management and scheduling.

2. Develop a store manual

Create a manual that your staff can turn to when you’re not around. Document procedures, contact information, and anything else that will help your employees to know just what to do in your absence. Some of the sections you may want to include in the manual are:

General store information – What do you stand for? Who are your target customers? Instil this information in your staff. The more they know (and love) your business, the easier it’ll be for them to make decisions in line with your company values. Include details on personnel conduct, pay and scheduling, store access, conditions of employment, store policies, etc.

Customer service – Have an entire section dedicated to taking care of customers. Include information on conduct, customer service standards, lost and found procedures, and dealing with difficult customers. Also, provide detailed instructions on how to handle theft and shoplifters.

Cashier procedures – Include information on the operation of your POS software, the types of payments you accept and how your loyalty program works.

Contact information – Take note of the tools you use in your store (computer, accounting software, analytics, cameras, etc.), and provide basic instructions on how to operate them. These tools likely come with their own manuals, so make sure that employees know where those documents are and how to contact the vendor if required. Include the contact details for the individuals or entities that your store deals with, including vendors, suppliers, business partners, contractors, etc. Also have a list of emergency contacts, such as the local police and fire department, as well as medical facilities in the area.

3. Appoint a second-in-command

Pick a second-in-command (or 2IC) to take charge of the store in your absence. This person should be someone you trust who knows the business.

It’s best to hire someone from the inside — ideally an individual who’s been in the business for a few years (this demonstrates loyalty) and has shown strong leadership skills or initiative.

4. Empower your staff

Of course, the success of your store doesn’t depend on your 2IC alone, which is why it’s important to empower all your employees always do their best, even when you’re not around. This can be accomplished by giving them adequate training and by fostering an open environment that recognises the efforts of each team member. Encourage questions and be sure to give them specific as well as big picture answers so they know exactly how their actions affect the company.

It is important that you clearly define the roles of each staff member. Establish who’s in charge of what and require your employees to be accountable for their actions. Finally, believe in your employees and show them that you do. Trust you did your job right when you hired and trained them and that they’ll be fine even when you’re not there.

5. Do a test run

When should you start planning for your absence? That depends on the nature of your leave and how long you’ll be away. If you’re planning to be out of the office for a few days, then giving your staff a heads up a week or two before would be enough. But if you’re planning for maternity or paternity leave, then obviously your team needs to be notified months in advance.

Still worried? Implement a test run by consciously getting out of the staff’s way for a day or two. Work from home for a while or stay in your office instead of the sales floor and tell your 2IC to handle the store. Consider hiring secret shoppers who can put your staff’s skills to the test and have them report the findings, so you can figure out ways to improve.

With Christmas and holiday season fast-approaching, now is a great time to start empowering your team so you can find the time for a well-deserved break.

Stop Surviving And Start Thriving In Business

To thrive – and not just survive – in business you need three basic building blocks: 1) attract more customers and clients; 2) who spend more; and 3) buy more often. But how do we make this happen in the tight, recessionary environment we find ourselves in South Africa?

Despite the tough economic conditions, businesses can still thrive. In fact, many small businesses have been found to thrive in difficult economic conditions and are known as counter-cyclical businesses.

So how do you turn the tide from surviving, to thriving? You need to start thinking creatively, making informed decisions and being agile in the business environment. Always start with your marketing strategy. It will inform your operations, which will inform your human and asset capital and lastly, the financial investments you make.

Ansoff Growth Matrix

Business leaders continuously explore various growth strategies to retain and grow market share. One of most respected and often used is the Ansoff Growth Matrix. It was first published in the Harvard Business Review in 1957, written by strategist Igor Ansoff to help management focus on the options for business growth. Ansoff suggested that an effective strategy considers four growth areas, varying in risk. This strategic planning tool guides us to understand our current situation, contemplate strategic options and consider the associated risks.

Market Penetration: Market penetration has the least risk of the four options. Here you are selling more of the same things to the same market. You know your product and market well. The question is, how can you defend your market share and sell more to your existing customer? You may consider special promotions or introduce a loyalty scheme.

Product/ Service Development: Product and service development is slightly riskier as you introduce a new component into your existing market. The advantage is that you sell to a customer/ client that you know, and they trust you. Ask yourself how to grow your product and service portfolio? You may consider adding new services and products or modifying your existing offering.

Market Development: With market development you target new customers and clients with your existing products and services. You sell more of the same things to a different market. You can consider new sales channels, online or direct sales. Do a proper market dissection to target different groups of people, considering different age groups, gender and demographics.

Diversification: Diversification is very risky. Here you consider introducing a new, unproven product or service into an entirely new market that you may not fully understand. You may need new expertise, acquiring another business or venturing into another sector. The main benefit of diversification is that during difficult times only one component or element of the business may suffer.

The fifth element: Passion

In addition, I would add one more element critical to business growth: Passion. It is the single component most critical to business success and, combined with any one or combination of the four areas of the Ansoff Growth Matric, it can equip small business owners with all they need to thrive in their business environment. Passion determines your business success, so make sure you have it in heaps to reap the rewards of your hard work.

6 Common Decision-Making Blunders That Could Kill Your Business

Humans are often very irrational. If you’ve ever explored behavioural economics or psychology, you may have found a host of examples demonstrating situations when we make objectively bad decisions.

Below are six of the largest decision-making blunders we all make. Avoiding them will dramatically improve your decision-making, your quality of life and success.

1. Sunk-cost fallacy

Of all the ones on this list, the sunk-cost fallacy is the most common. Many of the decisions we make are final or difficult to change. For example, let’s say you invest R1 000 in Facebook, and the price of the stock goes down to R600 the following day. The fact that you put in R1 000 initially is irrelevant to the situation at hand; you now have R600 worth of Facebook shares.

What this means is that once the decision is made and our cost is incurred, there’s no point thinking back. You already put in the time, money or other form of investment. Considering that in any future decision is illogical, despite how tempting it is. Instead, present yourself with the new options at hand — without considering the sunk cost.

2. Narrow framing

Would you take this bet? You pay me R1 000 if a flipped coin lands on heads and I pay you R1 200 if it lands on tails. Most people would say no. We tend to be risk-averse, unwilling to risk something like R1 000, despite the reward being a bit greater.

Now, what if I offered you that bet, but I promised we would flip 100 coins? Each time, the loser pays up. Would you take it then?

Almost certainly, right? The chances that you lose money, overall, are extremely slim. This idea can be applied throughout life. When we’re in situations that will repeat themselves over time, we should take a step back and play a game of averages.

3. Confirmation bias

Another common one in the worlds of psychological and behavioural economy is confirmation bias. It hurts our ability to keep an open mind and shift our opinion. When we have a held belief, we typically look for information that confirms our opinion while ignoring data points that tell the opposite story.

For example, if I’m really excited about a new software product that I just integrated into my business, with ten of my employees as users, I might have made up my mind about the quality of the service before we put it to use. I would then be more likely to listen to the three employees who enjoy it, not the seven who don’t.

There’s almost always information that will validate our opinions, no matter how wrong they might be. That means we need to always look for conflicting evidence and, from there, make judgements based on more well-rounded information.

4. Emotionally driven decisions

When we’re angry or upset, we’re much worse decision-makers. When you have to make an important decision and happen to be in a bad mood, you should hold off. Instead, wait until you cool down and can think more clearly. It will remove the outside influences and let you think more rationally.

5. Ego depletion

This one makes intuitive sense, but it’s one of the most common ways to make bad decisions. The idea of ego depletion is that when we’re drained, physically or mentally, we’re less likely to think critically. Think about the times you’ve been exhausted after a long day of work. In those moments, you don’t want to have to think hard about anything. Instead, you want your brain to work automatically.

What that means is that when you’re tired and faced with challenging choices, you’ll rely more on your instinct or automatic processes as opposed to analysis and thought. That can be extremely problematic in situations that require effort.

6. Halo effect

The halo effect says that once we like somebody, we’re more likely to look for his or her positive characteristics and avoid the negative ones. This is similar to confirmation bias, but it’s oriented around people.

For example, let’s say I just hired someone named John, who was great during his interviews. Through his first few weeks, John does a few things well at work, but he also does many things poorly. The halo effect — brought on by his wonderful interview persona — could cause me to ignore his poor attributes and emphasise his good traits.

This can be detrimental to our ability to make judgements about others. We have to realise our biases toward certain people and eliminate them.

These are a handful of the many decision-making errors we’re all prone to. Although it’s challenging to scrutinise your preconceived notions, doing so is worthwhile. It gets easier over time and will, ultimately, make you a more effective decision-maker — personally and as a business owner.